Pharmaceutical Executive Europe - December 2006 - (Page 24)
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EDUCATION ... custom programmes are generally recognized as delivering
greater value to the sponsoring company and the relationship that builds
between provider and client is usually long-term. managers are as a
general rule more likely to attend the non-sectoral open enrolment
programmes. However, the real growth in this type of corporate education
is coming from the custom programme side. Customized courses Large
organizations are increasingly finding that there is greater value in
building programmes tailored to their own specific corporate needs. Custom
programmes where the curriculum and delivery methods are designed in
partnership between a single corporate client and the provider are much
more expensive to operate in simple financial terms and also in terms of
time invested as the senior management of the client company must involve
themselves intricately with the provider in establishing the issues that
need to be examined and agreeing the content of the development programme.
Despite this financial and time investment, custom programmes are generally
recognized as delivering greater value to the sponsoring company and the
relationship that builds between provider and client is usually longterm.
It often grows out of some initial research or consultancy work that the
provider has undertaken for the client company and evolves into larger,
even group-wide, development projects. Custom programmes clearly are not a
cure-all; they are only viable when there are enough participants to
warrant the investment. Open enrolment programmes will continue to be
offered so that individual managers or small groups can make 24 use of
them. The open enrolment programme also has its supporters as it provides
a forum for a wider exchange of inputs with participants coming from a
much greater variety of backgrounds than a custom programme can offer. The
custom programme style of teaching is blurring the distinctions between
traditional business school roles and consultancy. Before a custom
programme can be run, a great deal of interaction between faculty and
client will have occurred to understand the exact issues that the client
is facing and how the programme can be built to offer an effective
solution. This means that the provider is taken much deeper into the
clients’ business than traditional client-provider relationships ever
managed before. The evidence is that organizations enjoy this deeper
relationship. Hanna Summanen, programme and faculty director at MCE,
describes how pharma companies now represent 10% of their in-company
custom programme revenue and are seeing the interest in this area, from
all sizes of pharma organization, grow each year. It will be interesting
to see whether many of the other leading business schools in Europe start
to offer pharma-focused programmes beyond the handful that do so already.
The growth of the custom side of the executive education industry may well
do away with the need — as companies can tailor programmes to fit their
needs in collaboration with the provider without having to share their
issues in public through open enrolment courses. Reference 1. How Large
Corporations Source Exec-Ed Programs, IEDP.info, July 2005. About the
author Roderick Millar is managing editor of IEDP.info, a business that
monitors the executive education market and provides a free-to-access
database of management development programmes at the world’s leading
business schools and executive education providers. www.iedp.info DECEMBER
2006 PROFESSIONAL DEVELOPMENT Warning : Unknown : The session id contains invalid characters, valid
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http://www.iedp.info
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Table of Contents for the Digital Edition of Pharmaceutical Executive Europe - December 2006
Contents
From the Editor
The Cycle of Success
Survival Tactics
Career Connections
Helping Hands
Learning the Fast Way
Business Class
Mind Your Language
Mini-MBAS
Pharmaceutical Executive Europe - December 2006
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